Intergenerational Workplace Challenges and the Need for Flexible Leadership
When a baby boomer and a Generation Z member collaborate in the same team, age-related labels can create conflict and lack of empathy. Leaders face the challenge of fostering harmony among diverse generations.
A common mistake for leaders working with up to four generations is failing to adapt their style and methods to guide collaborators, which alienates Generation Z, or centennials, born between 1997 and 2010.
Why Leaders Must Adapt to Generation Z
Mauricio Contreras, General Manager at Liderazgo REx, explains that some leaders attempt to manage teams using a single methodology, which leads to resistance from Generation Z. By 2030, they will constitute nearly a third of the global active population, according to ManpowerGroup’s Talent Trends 2024 report.
What Leaders Should Know About Generation Z
Generation Z has been labeled for contrasting with other generations’ ideals, so leaders must avoid judging based on age.
The growing emphasis on mental health has enabled younger individuals to express themselves without fear of prejudice, openly voicing discomfort or displeasure.
Aligning a Cultural Strategy Without Labels
Franco Borges, a facilitator and personal branding coach, emphasizes the importance of aligning a cultural strategy without labels, as Generation Z has high social awareness, unlike Baby Boomers or Generation X.
They are mentally demanding but sometimes misunderstood as being overly sensitive or taking things personally. However, this is not the case.
How to Work Harmoniously with Generation Z
According to ManpowerGroup, remote or hybrid work is highly valued by Generation Z and they are expected to become mentors for older generations regarding technology by 2035.
Leaders must be more flexible, trust their teams, and provide autonomy. Younger employees value employment when they see purpose in their work and feel connected to the company’s values and principles.
Authentic Leadership and Emotional Well-being
Generation Z seeks work environments that normalize emotional care, provide purpose, and extend beyond economic factors.
They appreciate genuine recognition of their progress, such as personalized comments like “I noticed how you handled that challenging client situation,” rather than generic praise.
Leaders should break free from rigid mentalities in work approaches and adopt more openness, as this fosters connections with any generation.
